ENGAGE WITH UNDERSTANDING Recognizing Foundations Of Teamwork Today s competitive marketplace demands that organizations do more with fewer resources. High performing teams can help organizations do more with less. Teams that are highly involved in teamwork exhibit superior levels of performance and have greater organizational impact. High Involvement Teamwork (HIT) happens when an organization s team members understand their roles in the team process and actively work to support each other in that process. You and other team members will build high involvement as you engage one another with understanding, share constructive feedback, participate actively, resolve for consensus, and work together to solve problems. Learning Objectives Upon completion of this unit, you will be able to: 1. Recognize the basic foundations for effective teamwork. 2. Begin to engage with understanding as you identify your primary communication style and those of your team members. 3. Develop plans to build better work relationships with other team members. Agenda Recognizing The Features, Functions, And Benefits Of Teams Building High Involvement Understanding Team Member Skills And Competencies Identifying Communication Styles Building Team Relationships RICHARD CHANG ASSOCIATES, INC. 1 UNIT 1 ENGAGE WITH UNDERSTANDING
RECOGNIZING THE FEATURES, FUNCTIONS, AND BENEFITS OF TEAMS Team Definition And Purpose What Is A Team? So what is a team anyway? A team is a collection of individuals who work together to achieve common objectives. If a task or solution can be accomplished effectively by one individual, a team should not be assigned. This means the team members are interdependent. The success of the individual is based on the success of the team. When collective effort is required, form a team. Why Have Teams? Today s business pressures demand that organizations do more with the same amount or fewer resources to meet customer needs and provide top quality service and products. The marketplace continues to become more competitive, and the need for quick responses to changing customer demands is increasing. Rapidly changing technology requires speedy solutions. In short, quick response time is essential to long-term success. Organizations will need to rely more and more on the knowledge and skills of team members to continually find ways to work smarter and faster. Successful teams contribute to the organization s success. An effective team focus can enhance an organization s productivity and product outputs. RICHARD CHANG ASSOCIATES, INC. 4 UNIT 1 ENGAGE WITH UNDERSTANDING
Recognizing The Features, Functions, And Benefits Of Teams (cont.) High Involvement Teamwork Definition And Benefits What Is High Involvement Teamwork? High Involvement Teamwork is a collective philosophy and style of interaction by team members that produces superior results and member satisfaction. It means encouraging and managing teamwork. It means committing to achieve desired outcomes like enhanced customer satisfaction, quality, and productivity. Team members must develop strong interpersonal skills to be able to work effectively as a team. Effectively sharing feedback, actively participating in meetings, and creatively working to solve problems are just some of the teamwork skills that must evolve if teams are to reach their potential. This kind of evolution does require training and practice; however, adopting new skills and competencies will promote successful interaction and enable teams to achieve greater results. What Are The Benefits Of High Involvement Teamwork? High Involvement Teamwork can help an organization Respond quickly to changing market needs High Involvement Teamwork Increase customer satisfaction and product/service quality Enhance job satisfaction and employee motivation Develop creative solutions and innovative products RICHARD CHANG ASSOCIATES, INC. 5 Implement continuous improvement UNIT 1 ENGAGE WITH UNDERSTANDING
Recognizing The Features, Functions, And Benefits Of Teams (cont.) Types Of Teams Highly involved teams operate in a variety of situations. You may find yourself participating on one, two, or perhaps all of the types of teams shown below. Organizational Systems Teams Project Teams Natural Work Group Teams Types Of Teams Process Improvement Teams Leadership Planning Teams SWAT Teams Other Teams Many of the functions or focuses of these teams were previously handled by managers, individual experts, or external resources. Today, in many organizations, teams implement these tasks. Your active participation is the key to the success of teams at your organization. In fact, you are the center building block for team performance. RICHARD CHANG ASSOCIATES, INC. 6 UNIT 1 ENGAGE WITH UNDERSTANDING
SHARE CONSTRUCTIVE FEEDBACK Communication is the essence of successful teamwork. Effective communication is the vehicle for clear understanding, accurate interpretation, and purposeful action. Challenges arise when team members misinterpret each other s messages or communicate in unintended ways. Giving and receiving feedback successfully is one of the most critical, yet difficult, communication skills in the workplace. Unfortunately, it is a skill that is often neglected or underdeveloped. A solid foundation in the skill of feedback is a must for individuals at all levels in an organization. The Feedback Planner is a tool that can help you orchestrate successful feedback discussions. It allows you to treat others openly and respectfully, regardless of hierarchical relationships. The Feedback Planner provides a structure that puts an end to offensive power plays, personal attacks, and subjective judgments. It puts forward an effective way for improving teamwork throughout the organization. Learning Objectives Upon completion of this unit, you will be able to: 1. Use active listening techniques to improve team communication. 2. Plan and deliver constructive feedback (or praise) to a team member using a Feedback Planner. 3. Effectively handle feedback received from a team member. Agenda Tuning In To Communication Cues Communicating Through Effective Feedback Sharing Feedback With Style Handling Feedback Effectively RICHARD CHANG ASSOCIATES, INC. 1 UNIT 2 SHARE CONSTRUCTIVE FEEDBACK
COMMUNICATING THROUGH EFFECTIVE FEEDBACK Avoiding Common Pitfalls Improving a situation by offering feedback is a challenge. Two common pitfalls to avoid are making judgments and imposing mandates. MAKING JUDGMENTS You are a poor team player. You are disorganized. You are rude. You have a bad attitude. IMPOSING MANDATES The next time, you should Do this Don t ever say Stop Improving A Situation Words like bad attitude, rude, or poor team player will undermine your objective: To positively influence behavior and improve situations. Describe Behaviors Words can build up or destroy. The ones you choose will determine the outcome of your encounter. Loaded and inflammatory language tends to arouse feelings of anger or other strong emotions. Focus on describing behavior, using specific situations and consequences to support your concerns. Reduce defensiveness by sticking to the facts and not veering off into a personal attack. Equalize the playing field by acknowledging the other person s position and inviting him or her to explain further. Offer Ideas Mandates or imposed solutions are often ineffective because they are one-sided. Usually, they lay blame squarely at the feet of the person you re talking to as if his or her behavior is the sole cause. It s better to address the issue whether it is a behavior or situation in all its facets. Almost always, there is more than one way to improve a situation. Be creative as you generate alternative behaviors together (i.e., What can you the receiver, the team, the organization, etc. do to help?). This is your chance to mutually offer creative ideas and options, and to foster buy-in for the solutions. RICHARD CHANG ASSOCIATES, INC. 6 UNIT 2 SHARE CONSTRUCTIVE FEEDBACK
Communicating Through Effective Feedback (cont.) Selling The Need For Change Providing immediate and effective feedback (criticism or praise) can be a sensitive and difficult process! To properly apply good feedback techniques, it is important that you understand key elements of the feedback process. A Feedback Planner can help you sell the need for change to improve a situation. It will assist you in helping others understand the impacts and consequences of their current behaviors, and help them in addressing areas of needed improvement. Feedback Model THE FEEDBACK PLANNER Name: Date: D S DiSC (Check One) i C 1. DESCRIBE CURRENT BEHAVIORS: 4. IDENTIFY ALTERNATIVE BEHAVIORS: Be Specific With Behaviors Be Encouraging And Offer Ideas Be Descriptive Be Creative With Options Be Brief Be Part Of The Plan Be Available And Open Be Optimistic Be Patient Be Prompt Be Sensitive To Time And Place #! 2. IDENTIFY SITUATIONS: 3. DESCRIBE IMPACTS AND CONSEQUENCES: Be Factual With Examples Be Precise And Selective Be Objective Be Supportive " Sell The Need For Change Coaching Through Effective Feedback Chapters Three Through Six RICHARD CHANG ASSOCIATES, INC. 7 UNIT 2 SHARE CONSTRUCTIVE FEEDBACK
PARTICIPATE ACTIVELY IN MEETINGS Have you experienced the frustration of wasting your valuable time in ineffective meetings? Why are we having another meeting? you may have asked. While ineffective meetings gobble up valuable time and decrease team productivity, effective meetings can greatly contribute to a team s success. Team success, in turn, contributes to the success of the organization. Meetings are a tool. Used correctly, they can improve your productivity just like other tools do. And, as with other tools, there are certain procedures and techniques you can use to maximize effectiveness. Effective meetings are a key component of High Involvement Teamwork. This unit highlights the skills necessary for productive meetings. Learning Objectives Upon completion of this unit, you will be able to: 1. Effectively prepare for an upcoming meeting including arranging logistics, establishing roles, creating objectives, and developing an agenda. 2. Conduct a meeting using the four meeting roles, ground rules, an agenda, and action-oriented meeting minutes. 3. Evaluate and improve your meeting effectiveness recognizing participant concerns and identifying ways to improve. Agenda Understanding Team Meeting Roles And Responsibilities Preparing For Team Meetings Conducting Team Meetings Evaluating Team Meetings RICHARD CHANG ASSOCIATES, INC. 1 UNIT 3 PARTICIPATE ACTIVELY IN MEETINGS
Understanding Team Meeting Roles And Responsibilities (cont.) Meeting Responsibilities Checklist Before the meeting MEETING LEADER % Schedule meeting % Prepare the agenda % Clarify participants roles and responsibilities MEETING FACILITATOR & Review agenda and action plans from previous meeting & Complete any necessary preparation & Work with Meeting Leader on logistics MEETING RECORDER % Review agenda and action plans from previous meeting % Complete any necessary preparation MEETING PARTICIPANT & Review agenda and action plans from previous meeting & Complete any necessary preparation During the meeting % Start meeting on time % Clarify roles % Establish ground rules and guidelines % Participate as a group member % Follow the agenda % Retain the option to stop what s happening and change the format % Push for accountability % Summarize key decisions and actions & Focus the group on the same issue & Ensure participation from everyone & Regulate discussion traffic & Monitor time spent on each agenda item & Suggest alternate methods and processes & Protect people and their ideas from attack & Deal with problem people & Remain neutral during disagreements % Capture ideas visually without editing or paraphrasing % Regularly check to ensure appropriate information has been recorded % Help the Meeting Leader and Meeting Facilitator keep track of information % Produce the meeting minutes & Know purpose of the meeting & Confirm attendance & Attend on time & Listen to others & Keep an open mind and avoid premature judgment & Help the Facilitator eliminate distractions and encourage active involvement & Share useful ideas & Support established ground rules and meeting guidelines & Help to ensure group consensus After the meeting % Conduct a meeting evaluation % Recognize member efforts % Follow up on assigned action items; act on group decisions & Meet with participants, as requested by the Meeting Leader, to manage ongoing challenges & Follow up on assigned action items % Prepare followup action plans and minutes % Send minutes to participants and others as appropriate % Follow up on assigned action items & Evaluate the meeting & Follow up on assigned action items Meetings That Work! Chapters Three Through Six RICHARD CHANG ASSOCIATES, INC. 5 UNIT 3 PARTICIPATE ACTIVELY IN MEETINGS
Exercise # 3 NOT QUITE READY FOR SALES Complete a meeting agenda (for Sydney) using the following: Meetings That Work! guidebook, pages 21-36 The Sales Case Study Meeting Agenda Worksheet (page 10) Sales Case Study The Situation You are Sydney, a sales manager for a small personal computer company of 250 employees. You report to Dale, Vice President of Sales, who is responsible for directing the sales efforts of the organization. Dale is concerned about the time management and organizational habits of many members of the sales staff and management. As Vice President, Dale has observed a loss of productivity in the last six months. Dale attributes this loss to unproductive meetings, lack of planning, and poor scheduling on the part of many on the sales staff. Dale also feels a crucial cause of this problem is that the Sales Department does not have a central calendar system for setting and managing meetings or appointments. Presently, about half the staff use a paper-based time management system. The other half simply write down their appointments and scheduled meetings on yellow sticky notes at their desks. Dale has decided to implement an automated time management system for the sales force. Dale has assigned you to research what is available in the marketplace and report back. You have received proposals from three software companies that provide the type of system for which you are looking. Dale is impressed. The three systems are very different. They offer a variety of benefits and features and demand different levels of computer expertise for effective use. Dale would like the team to select one of the vendors and implement one of the automated time management systems within thirty days. Meetings That Work! Pages 21-36 RICHARD CHANG ASSOCIATES, INC. 8 UNIT 3 PARTICIPATE ACTIVELY IN MEETINGS
Exercise # 3 (cont.) Develop an agenda for Sydney s upcoming meeting: Use SMART Meeting Objectives MEETING AGENDA Meeting Objective(s): 1. 2. 3. Logistics: Date: Time: Starting: Ending: Location: Bring (Materials): Preparation Required: Title of Meeting Group Members: 1. (Meeting Leader) 2. (Meeting Facilitator) 3. (Meeting Recorder) 4. 5. 9. 6. 10. 7. 11. 8. 12. Meeting Called By: Telephone: AGENDA ITEM PROCESS TIME PERSON(S) RESPONSIBLE To: + What: + Time: = SMART Objective S pecific M easurable A greed-upon R ealistic T ime-bound RICHARD CHANG ASSOCIATES, INC. 10 UNIT 3 PARTICIPATE ACTIVELY IN MEETINGS
RESOLVE FOR CONSENSUS Differences are a part of life. Although differences provide new ideas and create new possibilities for teams, they also can lead to negative outcomes on the job. Since differences, disagreements, and conflicts are inevitable and not inherently good or bad, their value to teams in an organization depends on the way the team perceives and manages them. Teams can use an array of tools and techniques to address differences, resolve conflicts, and make decisions. Team members can build upon the opportunities that team diversity provides to draw out each individual s strengths and unique abilities for the greater good of the team. This requires that team members appropriately apply the kinds of tools presented in this unit. Learning Objectives Upon completion of this unit, you will be able to: 1. Choose and apply appropriate conflict-resolution strategies. 2. Respond to the communication needs of diverse team members by applying two processes designed to enhance communication. 3. Select and implement six team decision-making techniques. Agenda Choosing Team Conflict-Resolution Strategies Resolving Conflict In Six Steps Communicating In Diverse Teams Gaining Team Consensus Exploring Team Decision-Making Techniques RICHARD CHANG ASSOCIATES, INC. 1 UNIT 4 RESOLVE FOR CONSENSUS
Exercise # 2 TAKING STEPS TO RESOLVE A CONFLICT This exercise will provide you with an opportunity to resolve an on-the-job conflict. 1. Select a conflict you need to resolve. Describe this conflict and the issues surrounding it in the spaces provided. 2. Using the Success Through Teamwork guidebook, pages 45-55, review the steps and considerations in Column 1. 3. In Column 2, write down any notes for each step/consideration that would help you prepare to resolve the conflict. 4. In your group of three, choose one situation to role play. One person will role play to explore and address the conflict; another person will role play the team member with whom the conflict exists; the third person will observe. 5. Choose at least two of the first five conflict-resolution steps to practice in the role play of your chosen situation. 6. After the role play, record observations and/or suggestions in Column 3. Identify the conflict: Issues surrounding this conflict: STEPS AND CONSIDERATIONS 1. ACKNOWLEDGE CONFLICT; SCHEDULE MEETING Schedule problem-solving session. Emphasize what s in common. PREPARATION NOTES OBSERVATIONS AND SUGGESTIONS Success Through Teamwork Pages 45-55 RICHARD CHANG ASSOCIATES, INC. 7 UNIT 4 RESOLVE FOR CONSENSUS
Exercise # 2 (cont.) STEPS AND CONSIDERATIONS 2. IDENTIFY REAL CONFLICT Core Issues: Role ambiguity, disagreements over goals, procedures, etc. Emotional Issues: Incompatible personal styles, struggles for control/power, etc. State your win-win intent. PREPARATION NOTES OBSERVATIONS AND SUGGESTIONS 3. HEAR ALL POINTS OF VIEW Explore others views and interests. Avoid debates over who is right or wrong. Focus on facts and behaviors. Identify similarities, not differences. Determine if there are conflicting interests or only conflicting solutions. 4. EXPLORE RESOLUTIONS To CONFLICT Generate alternatives together. Explore each person s options. Involve others as necessary (now or later). 5. GAIN AGREEMENT; REINFORCE RESPONSIBILITY Decide on the best solution(s). Do a role reversal each presenting the views and actions of the other person. Accept joint responsibility for the solution(s). 6. SCHEDULE FOLLOW-UP Plan a time to check progress and foster accountability. RICHARD CHANG ASSOCIATES, INC. 8 UNIT 4 RESOLVE FOR CONSENSUS
EXPLORING TEAM DECISION-MAKING TECHNIQUES Effective team decision-making is critical to team success. The following decision-making techniques can help your team identify problems, analyze alternatives, find solutions, and make lasting decisions. Please review them in the Team Decision-Making Techniques guidebook. BRAINSTORMING/FILTERING stimulates creativity. After generating choices by brainstorming, use a set of filters to select the best options. Brainstorming can be used alone or in combination with other techniques (Chapter Three). The NOMINAL GROUP TECHNIQUE combines aspects of silent voting with limited, face-to-face discussion. This technique is often used when you want to ensure everyone has an equal opportunity to participate in the decision (Chapter Four). The DELPHI TECHNIQUE involves receiving and comparing multiple rounds of anonymous input from team members on an issue. Use this method when team members are far apart in viewpoints, and you need to remove the bias that may occur in personal contact (Chapter Five). Use the CONSENSUS CARD METHOD when you want to continuously monitor each person s position on an issue. The consensus card is a visual aid each individual uses as a personal traffic light (Chapter Six). The PAIRED-CHOICE MATRIX is an organized way of deciding among similar alternatives. Your group makes a series of choices between pairs until you eliminate all inappropriate options (Chapter Seven). The CRITERIA RATING TECHNIQUE allows you to objectively evaluate alternatives against your group s criteria. It s a valuable tool to deal with complex or lingering team decisions/problems (Chapter Eight). Team Decision-Making Techniques Chapters Three Through Eight RICHARD CHANG ASSOCIATES, INC. 15 UNIT 4 RESOLVE FOR CONSENSUS
SOLVE TEAM PROBLEMS It sometimes seems that there is a never-ending stream of problems to solve in business. Ironically, many are not new; they are recurring problems that never seem to go away. Problem solving in an organization is everyone s responsibility. All teams need to know how to use problem-solving techniques. An organization benefits when everyone exhibits an attitude of ownership for the organization s challenges and a vested interest in finding solutions. This unit and its problem-solving techniques can help you look at and resolve the underlying causes for a problem rather than just removing the symptoms. Learning Objectives Upon completion of this unit, you will be able to: 1. Apply a six-step problem-solving process to problems your team is facing. 2. Analyze problems using problem-solving techniques/ tools, and consequently, generate effective solutions. 3. Implement solutions to problems and evaluate their success. Agenda Average time spent solving problems HRS per week Applying A Six-Step Problem-Solving Model Developing Problem-Solving Skills Defining The Problem Analyzing Potential Causes Identifying And Selecting The Best Solutions Developing An Action Plan Implementing Solutions And Evaluating Progress Applying Problem-Solving Tools Percent of this time that is value-added % RICHARD CHANG ASSOCIATES, INC. 1 UNIT 5 SOLVE TEAM PROBLEMS
APPLYING A SIX-STEP PROBLEM-SOLVING MODEL The following Six-Step Problem-Solving Model can guide teams at an organization toward successful solutions. A structured process for problem solving increases the likelihood of solving problems efficiently and effectively. Although the six-step model represents a logical, systematic sequence of procedural steps, do not feel compelled to follow each step in depth for every problem-solving situation! Six-Step Problem-Solving Model Implement Solution And Evaluate Progress Define The Problem Analyze Potential Causes Develop An Action Plan Select The Best Solution Identify Possible Solutions Step-By-Step Problem Solving Team Decision-Making Techniques Continuous Improvement Tools, Volume 1 Continuous Improvement Tools, Volume 2 RICHARD CHANG ASSOCIATES, INC. 2 UNIT 5 SOLVE TEAM PROBLEMS
(OPTIONAL) Exercise # 7 SOLVING PROBLEMS Use these worksheets to solve a problem following the Six-Step Problem-Solving Model. Note: Before beginning the problem-solving process, utilize information-gathering tools such as customer surveys, focus-group results, interview results, Run Charts, Control Charts, Check Sheets, Pareto Charts, Histograms, etc. to gather the data needed to initiate a problem statement. STEP 1: DEFINE THE PROBLEM HOW A. Problem Statement: Develop a problem statement that clearly describes the current condition you want to change.! Is the problem stated objectively?! Is the problem sufficiently limited in scope?! Is there common understanding?! Does the statement contain measures?! Have you avoided any implied causes or implied solutions?! Is the statement short and sweet (no more than 10 to 15 words)?! Is the problem worth solving? Possible Tools: Brainstorming Consensus Card Delphi Technique B. Desired State Or Goal: Identify the outcomes you hope to reach by solving the problem.! Has the desired state been described in measurable, observable terms?! Have you included a target date?! Is everyone clear on whether this is a short-term or longterm desired state? Possible Tools: Brainstorming Consensus Card Delphi Technique Interviewing Nominal Group Survey RICHARD CHANG ASSOCIATES, INC. 30 UNIT 5 SOLVE TEAM PROBLEMS
Exercise # 7 (cont.) STEP 2: ANALYZE POTENTIAL CAUSES HOW A. Potential Causes: Identify 20 to 30 potential causes that are contributing to the problem.! Have you explored all the potential causes?! Did you get input from people closest to the problem? Possible Tools: Affinity Diagram Brainstorming Cause And Effect Diagram Force Field Diagram Multi-Voting Sequence Flow Chart B. Most Likely Causes: #1: #2: #3: #4: #5: #6: C. True Root Cause(s): #1: #2: Analyze the data, or collect additional data, if necessary, to verify the most likely cause(s).! Are the most likely causes supported by your data?! Will others agree with the most likely causes, or will you be able to convince them? Possible Tools: Cause And Effect Diagram Check Sheet Force Field Diagram List Reduction Pareto Chart Scatter Diagram Re-analyze the most likely causes to identify root causes by asking the question Why? several times.! Did you ask Why? until you got to the real source of the problem?! Is your problem statement still valid for the problem you are going to solve? Possible Tools: Multi-Voting Scatter Diagram Successive Whys RICHARD CHANG ASSOCIATES, INC. 31 UNIT 5 SOLVE TEAM PROBLEMS
SOLVE TEAM PROBLEMS Personal Action Plan Key learnings: I need to contact and involve the following: Name How When The specific action steps I will carry out on the job include: What When 1. 2. 3. 4. 5. Additional issues/concerns I need to address: RICHARD CHANG ASSOCIATES, INC. 42 UNIT 5 SOLVE TEAM PROBLEMS